Chicago Continuum of Care Governance Charter Ratified on June 25, 2014

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1 Chicago Continuum of Care Governance Charter Ratified on June 25, 2014

2 CONTENTS ARTICLE 1: Continuum of Care Mission, Values, Goals and Responsibilities 3 ARTICLE 2: Continuum of Care Membership 5 ARTICLE 3: Continuum of Care Governance Structure 8 ARTICLE 4: Officers 11 ARTICLE 5: Board of Directors Rules of Governance 13 ARTICLE 6: Board of Directors Meetings & Action 14 ARTICLE 7: Committees and Ad hoc Working Groups 17 ARTICLE 8: Advisory Boards 21 ARTICLE 9: Commissions 22 ARTICLE 10: Selection and review of the Collaborative Applicant and HMIS 22 ARTICLE 11: Coordination of CoC and ESG Recipient 26 ARTICLE 12: Continuum of Care Policies 27 ARTICLE 13: Appeals 29 ARTICLE 14: General Provisions 30 ARTICLE 15: Terms and Definitions 32 Appendix A Appendix B 2

3 ARTICLE 1: Continuum of Care Mission, Values, Goals and Responsibilities SECTION 1: Mission The Chicago Continuum of Care (CoC) is a membership-based organization whose mission is to prevent and end homelessness in our city. We achieve this by fostering shared responsibility, collaborative planning and aligning the stakeholders and resources essential to implementing the strategic priorities of Plan 2.0, Chicago s plan to prevent and end homelessness. SECTION 2: Values The Chicago Continuum of Care carries out its Mission through a set of Core Values that guide its governance: Clear and logical governance processes, structures and lines of accountability. Transparent decision making that makes the greatest possible use of data. Open, accessible, inclusive Continuum of Care that includes all stakeholders and allies needed to achieve the goals of the Plan to End Homelessness. Compliance with federal requirements for Continuums of Care. Communication between all members, committees, and bodies that make up the Continuum of Care. Flexibility to respond to emerging ideas and challenges. SECTION 3: Goals These Core Values are incorporated into the Goals of the Chicago Continuum of Care that include: Provide funding for efforts by nonprofit and faith-based providers, and state and local governments to prevent homelessness when possible and quickly rehouse homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness Promote access to and effective utilization of mainstream programs and resources by homeless individuals and families Optimize self-sufficiency among individuals and families experiencing homelessness The Continuum s Goals are achieved through the implementation of programs by a dedicated group of Stakeholders that include but is not limited to people with lived homeless experience, 3

4 nonprofit homeless assistance providers and employment providers, domestic violence and sexual assault providers, faith-based organizations, funders, governments, businesses, advocates, public housing agencies, school districts, social service providers, mental health agencies, substance use treatment providers, hospitals, universities, affordable housing developers, law enforcement, organizations that serve veterans, small non-profit and faithbased providers that do not receive HUD ESG or CoC funding, and individual community members. SECTION 4: Responsibilities The CoC s work is guided and assessed through the execution of Core Responsibilities, derived from community feedback, Plan 2.0 and the HEARTH ACT. These responsibilities include: Establishing project and system performance standards and monitoring outcomes for all CoC- and Emergency Solution Grant (ESG)-funded projects. Developing, implementing and monitoring the function and impact of a coordinated access and assessment system, in consultation with the ESG recipient (Chicago Department of Family and Support Services). Establishing written standards for client eligibility, assessment, prioritization for assistance, and type/extent of assistance for all ESG- and CoC-funded projects in coordination with the ESG recipient (Chicago Department of Family and Support Services). Implementing, monitoring and supporting a robust Homeless Management Information System (HMIS) that operates in compliance with HUD requirements and applicable federal, state, and local laws. Designing, operating, and following a collaborative plan for preparing the annual application for HUD Continuum of Care funding, which covers the selection and prioritization of projects for inclusion in that application. Planning efforts that include: o Implementation of housing and service strategies set forth in Plan 2.0 o Annual or biennial point-in-time counts of sheltered and unsheltered homeless persons o An annual gap analysis of the homelessness-related needs and services in Chicago o Participation in the development of the City's Consolidated Plan 4

5 o Consulting with the Department of Family and Support Services regarding the use of ESG program funds and reporting on and evaluating the performance of projects operated by ESG recipients and subrecipients Systems alignment Resource and fund development for the CoC through various methods, including policy and advocacy work SECTION 5: Plan 2.0: A Home for Everyone Plan 2.0: A Home for Everyone is Chicago s plan to prevent and end homelessness. Developed in 2012 through extensive community dialogue and feedback, Plan 2.0 establishes seven strategic priorities to achieve over seven years. Plan 2.0 serves as Chicago s plan for coordinated implementation of a housing and service system that meets the needs of individuals (including unaccompanied youth) and families that are experiencing homelessness in Chicago. Its evaluation and updating are key responsibilities of the CoC as outlined throughout this Charter. ARTICLE 2: Continuum of Care Membership The Chicago Continuum of Care (CoC) is made stronger through the participation of broad and diverse Members. Therefore, membership in the CoC is open to any individual or organization that embraces the mission, values and goals of the CoC. Much of the work of the CoC will be carried out by the CoC Board of Directors and Committees, with input from Members, with the following exceptions: Members will vote directly to approve the governance framework set forth in this Governance Charter and any subsequent changes or additions to the Governance Charter; and Every three (3) years following initial approval of this Governance Charter, Members will review, update, and ratify changes to the Governance Charter; and Members will vote annually to approve a slate of directors to available board positions. SECTION 1: Membership Structure Organizations and individuals may be Members. All Members, both individuals and representatives of organizations will be allowed to vote on all-coc decisions as outlined in Article 2. To be eligible to vote at all-coc meetings, Members must have completed membership registration no less than 14 days prior to the all-coc meeting. While registration 5

6 for membership will be accepted in person at all-coc meetings, voting will be limited to Members who register prior to the 14-day deadline. Membership Benefits and Responsibilities A CoC Member is any individual or organization with an interest in understanding and addressing the issues related to homelessness, and a desire to participate in some way in the City of Chicago s coordinated plan to end homelessness. The Chicago CoC recognizes that many stakeholders are invested in addressing homelessness in our city. However, the CoC believes that the most important stakeholders are people with lived homeless experience and those at risk of homelessness. Because their participation is essential to the CoC governance and management, they are considered Members and afforded all of the benefits of CoC membership whether or not they pay dues. Membership Benefits Invitation to semi-annual open CoC meetings CoC orientation Voting rights on issues set forth in Article 2 Eligible for committee and board service Access to training and technical assistance opportunities Access to CoC information via special website portal and CoC listservs Opportunities to network with people doing similar work or interests Membership Responsibilities Attendance at semi-annual public CoC meetings Participation in advocacy initiatives Pay annual dues if applicable Members are committed to working together to advance the mission and purpose of the CoC and achieve the goals of Chicago s plan to end homelessness and adhere to all guidelines, policies and procedures set forth by the CoC. 6

7 SECTION 2: Membership Dues The CoC will establish a dues structure that includes general dues for all Members, which will be a nominal fee that will not limit access to participation. The Membership Committee established in this Charter will develop recommendations for additional dues or fees to support CoC fundraising goals for Board of Director approval and CoC approval for addition to this Charter. In the proposed dues structure, the Membership Committee will include a process for requesting waivers for financial hardship for individual and organizational Members. As noted in Section 1, because meaningful participation of persons with lived experience of homelessness is essential to the CoC governance and management, they are considered Members and afforded all of the benefits of CoC membership whether or not they pay dues. Membership dues will fund work of the Collaborative Applicant for administrative support of the CoC, which may include but is not limited to staff support for committees, production of meeting materials, and costs of a CoC website. SECTION 3: CoC Member Meetings The Chicago CoC will hold semi-annual public meetings for all members. SECTION 4: Outreach to New Members The CoC Membership Committee is charged with annual outreach to people with lived homeless or at risk of homelessness experience as well as all entities named in the Goals section of this Charter and in 24 CFR Part 578.5, the HUD regulations governing establishment of Continuums of Care, including but not limited to: people who are homeless, formerly homeless or at risk of homelessness, nonprofit homeless assistance providers and employment providers, domestic violence and sexual assault providers, faith-based organizations, governments, funders, businesses, advocates, public housing agencies, school districts, social service providers, mental health agencies, substance use providers, hospitals, universities, affordable housing developers, law enforcement, and organizations that serve veterans, small non-profit providers that do not receive HUD funding, and individual community members. Outreach activities will include community meetings, press releases, s to CoC listservs and announcements on the CoC website. New Members may also join the CoC at the annual public meeting. In the first year of this Charter, the Membership Committee will develop a process to orient new members of the CoC. 7

8 ARTICLE 3: Continuum of Care Governance Structure SECTION 1: CoC Board of Directors The Chicago Continuum of Care shall be governed by a Board of Directors (the Board), currently the Chicago Planning Council on Homelessness, which will provide oversight and accountability for all Chicago CoC responsibilities. SECTION 2: Board Responsibilities Except for those responsibilities assigned to the Chicago CoC Members in Article 2, the Board will act on behalf of the Chicago CoC to fulfill the regulatory duties of a continuum of care as set forth in 24 CFR 578, or as otherwise articulated by HUD. The Board will be responsible for approval and implementation of all CoC policies and procedures and Chicago s Plan 2.0. SECTION 3: Board Composition The Board will consist of an odd number of directors totaling no fewer than 21 and no more than 29. Board membership must consist of only Members as defined in Article 2, Section 1, and will include the following slate: 5-6 Persons with Lived Homeless Experience 5-6 Service Providers 2-3 Key Stakeholders, such as non-hud funded providers, faith-based community providers, housing developers, landlords, employers or others. (If no candidates for these seats are recommended to the Nominating Committee by any constituency, the Nominating Committee for the final slate will select at least two candidates.) ESG Recipient (currently DFSS) 2-3 representatives from public agencies partnering closely on the implementation of Plan 2.0 (CHA, VA, CPS or others as appropriate) 2-3 representatives from state agencies or other major systems addressing physical or mental healthcare, jail/corrections, substance abuse treatment, child welfare or other systems essential for addressing homelessness. 2-3 Private Funders 2-4 At Large Members 8

9 Each constituency category on the board slate will nominate or appoint one Alternate except for people with lived experience of homelessness who may nominate multiple Alternates. The Collaborative Applicant will not have dedicated seats on the Board. The CoC s intention is to ensure a balance of constituencies represented on the Board while ensuring a path for new stakeholders to serve on the Board. The Nominating Committee will ensure that the total government representatives nominated from the ESG, Plan 2.0 and state or major systems categories totals the number of people with lived homeless experience and service providers on the slate while ensuring the Board does not exceed 29 members. To the extent that Directors represent an entity or constituency, they are responsible for relaying information back to that constituency about what is discussed at board meetings (unless that would violate someone's confidentiality), and should serve as conduits to relay the concerns and opinions of members of their constituency back to the Board. SECTION 4: Board of Directors Terms All Directors will serve staggered terms of three years so that approximately one-third of directors will transition off the Board or go through the nomination process each year. A Director may serve for up to three consecutive years with one additional successive term and then must wait one year before accepting nomination to the Board again. In the first year of this Charter, newly appointed directors will draw lots to determine the length of their terms one, two, or three years. SECTION 5: Nomination and Approval of Board of Directors Slate Each year, the CoC Membership Committee (established in this Charter) will form an ad-hoc Nominating Committee which will solicit nominations for open At-large, Persons with Lived Homeless Experience, Service Provider and Key Stakeholder Board positions from CoC Membership. DFSS, Plan 2.0, State Agency/Major System and Private Funder seats will be assigned or appointed and given to the Nominating Committee. Nominations for the Persons with Lived Homelessness Experience and Service Provider seats will come from the Lived Experience and Service Provider Commissions and if the nominations are not qualified for any reason, the Nominating Committee would go back to the Commissions for additional nominees. The Nominating Committee will prepare for Membership approval a slate of candidates for the Board. The Nominating Committee will prepare brief bios that outline employment, board affiliations, and qualifications for the CoC Board of Directors for the presentation of the Board 9

10 slate to the CoC Membership. Finally, the Nominating Committee s primary goal is ensuring a balanced and representative Board. Balanced and Representative Board To ensure a Board of balanced stakeholder groups, no more than one member of the board or staff of a particular organization, plus no more than one volunteer or consumer affiliated with that organization may serve on the Board of Directors at the same time. Organizations with separate affiliate organizations will be held to the same requirement and may not have more than one member of the board or staff of any affiliate within their structure, plus no more than one volunteer of consumer affiliated with any arm of that organization serve on the Board at the same time. If the Nominating Committee nominates two candidates with a common organizational affiliation (e.g., CEO and consumer), the materials presenting the slate to the CoC membership should note their shared affiliation, and should include a rationale for that decision. If the Nominating Committee determines that a candidate put forth does not meet eligibility criteria or decides not to include a candidate on the slate for any reason, the Nominating Committee will notify the entity making the nomination and allow a new nomination to be put forth. In the case of the Service Providers and Persons with Lived Experience stakeholder groups, the Nominating Committee will notify the Service Providers Commission and Lived Experience Commission of the need for additional nominations, allowing them to use the practices they have in place to nominate their own representatives. Approval of Board of Directors Slate Approval of the Board of Director slate will take place during the last scheduled all-coc meeting of the calendar year by a majority vote of all Members present. SECTION 6: Resignation and Removal Unless otherwise provided by written agreement, any Director may resign at any time by giving written notice to the Chair. In addition, Directors may be removed by a majority vote of the Board for repeated absence, misconduct, failure to participate, or violation of conflict of interest policies. 10

11 SECTION 7: Vacancies When a Director resigns, is removed from the Board or cannot serve his/her full term for any reason, the Nominating Committee will accept nominations from the CoC Membership or appointments depending on the stakeholder group of the vacant seat. The Board will elect the new Director from the slate of nominations presented. The Alternate for the stakeholder group represented by the vacant seat may fill the seat until the Board officially fills the seat. ARTICLE 4: Officers The Chicago CoC Board of Directors will elect a Chair, Vice-Chair, Secretary, Treasurer and atlarge officer that will make up the Executive Committee. The Chair position will be held by a different stakeholder group each year according to a rotation set by this Charter. Beginning with the first year of this Charter, the rotation will be as follows: Public Funder, Consumer, Service Provider, Key Stakeholder, and Private Funder. Chair and Vice Chair The Chair is responsible for scheduling meetings of the CoC and Board, ensuring that the Board meets regularly or as needed, and for setting the agenda for these meetings in collaboration with the Executive Committee. The Chair governs and leads the Board of Directors. In the absence of the Chair, the Vice Chair assumes the duties of the Chair. Secretary The Secretary will keep accurate records of the acts and proceedings of all meetings of the Board, or designate another person to do so at each meeting, including documenting all actions taken without a meeting. Such records will include the names of those in attendance. The Secretary will be responsible for the timely posting and dissemination of all meeting summaries, minutes, announcements, and notices, or for ensuring that such minutes, announcements and notices are posted and disseminated by designated entities. The Secretary will chair Board meetings in the case of the absence of the Chair and Vice Chair. Treasurer The Treasurer will keep the board informed of key financial events, trends, concerns, and assessment of fiscal health in addition to completing required financial reporting forms in a timely fashion and making these forms available to the board. The Treasurer will also serve as the Chair of the Finance Committee of the Board. 11

12 At-Large The At-Large Officer will participate in the development of Board agendas and will be responsible for coordinating, with designated Committees, the review of performance and designation processes for the designated entities described in Article 9, Sections 1-3: Collaborative Applicant and HMIS Lead Agency. SECTION 1: Election and Term The Board will elect the officers from nominations received by the Ad-hoc Nominating Committee at the first Board meeting of the calendar year. The officer ballot must include representatives from each Board stakeholder group noted in Article 3, Section 3. In order to be eligible for nomination, a candidate must have served at least one year on the Board. The person receiving the majority votes for each officer position will be selected. If there is a tie, there will be a re-vote between only the persons receiving the same number of votes. If there is another tie, the outgoing Chair will break the tie. Each officer will hold office for a term of one year or until their successors have been elected and qualified. No person may hold more than one office. SECTION 2: Responsibilities of Executive Committee The Executive Committee is responsible for setting and timely dissemination of the agenda for CoC Board meetings, including regular updates on the work of Committees; for setting and timely dissemination of the agenda for the two annual all-coc member meetings; for providing Board leadership in ensuring clear and effective lines of communications between the Board and CoC members and stakeholders; and for providing Board leadership in ensuring that CoC planning and implementation is consistent with requirements articulated by HUD in 24 CFR Part 578 and other directives, with applicable federal, state, and local laws, and with the strategic direction of Plan 2.0. The Executive Committee will be responsible for setting and upholding process decisions to determine which issues go to the Board for official vote, and for determining when the need for action is sufficiently urgent as to require either an unscheduled meeting, or a vote by the Board on a matter which was not included on the publicly disseminated meeting agenda, or action by the Board without a meeting. In the interest of transparency the rationale for such decisions should be communicated to the CoC membership and stakeholders along with the outcome of such actions. 12

13 SECTION 3: Resignation of Officers Any officer may resign at any time by giving written notice to the Chair. Any such resignations will take effect at the time specified within the written notice or if the time is not specified therein upon its acceptance by the Chair. SECTION 4: Officer Vacancies Vacancies among the officers may be filled for the remainder of the term by a vote of the majority of the Board at any meeting at which a quorum is present. ARTICLE 5: Board of Directors Rules of Governance SECTION 1: Quorum and Voting A number equal to a 2/3 majority of the Board will constitute a quorum for the transaction of business decisions at any meeting. At all meetings, every effort should be made for business items to be decided by arriving at a consensus of the Board. Votes will be by voice or ballot at the will of the majority of those in attendance at a meeting with a quorum represented. Each representative seat will have one vote. No Director shall vote on any item that presents a real or perceived conflict of interest. If a Director calls for Division of the House under Robert s Rules of Order Newly Revised, individual votes can be recorded in the meeting minutes and the Board Chair will be responsible for ensuring accurate documentation of those votes. SECTION 2: Alternates Directors will be expected to attend regularly scheduled and emergency board meetings as part of their service; however, in the event of unavoidable absence Directors may request an Alternate representative, who was approved in the annual Board slating process, to attend meetings and vote in the Director s stead. Each stakeholder category list in Article 3, Section 3, will have one Alternate, except for persons with lived homelessness experience who may have multiple Alternates. The inclusion of additional Alternates for persons with lived homelessness experience reflects the CoC s commitment to promoting meaningful participation for persons with lived homelessness experience. Alternates will be required to attend all Board meetings. 13

14 SECTION 3: Parliamentary Authority The rules contained in the current edition of Robert's Rules of Order Newly Revised shall govern the CoC in all cases to which they are applicable and in which they are not inconsistent with these bylaws and any special rules of order the CoC may adopt. A non-voting parliamentarian will support all Board meetings. ARTICLE 6: Board of Directors Meetings & Action without Meeting SECTION 1: Meeting Frequency The Board will meet no less frequently than six (6) times per year at such times and places as the Board will determine, and the twelve month calendar of regularly scheduled meetings will be set and approved during the first meeting of each year. The Executive Committee may call a special meeting of the Board provided it meets all notice and quorum requirements. SECTION 2: Open Meeting Attendance at meetings of the Board of Directors will be open to any interested person to observe. SECTION 3: Communicating Information about Board Meetings In keeping with the values enumerated in Article 1 Section 2, the Board shall take all reasonable and practical steps to keep CoC Members and stakeholders informed about upcoming Board meetings, pending matters before the Board, actions proposed for consideration by the Board, and decisions made by the Board; shall hold meetings in accessible and convenient locations; and shall expect CoC Committees to maintain those same standards of inclusiveness and transparency. Specifically, the Board will provide for the timely dissemination to the full CoC of notices about its upcoming meetings, including agendas and descriptions of any motions proposed for a vote at such meetings; information helpful to understanding pending matters; and, within seven (7) days of such meetings, summaries of the decisions and actions taken by the Board. The Board will disseminate agendas and any motions proposed for a vote seven (7) days in advance of scheduled meetings. If stakeholders, acting through a board member, wish to propose a substitute or amended motion in place of a motion on the agenda, it must be submitted prior to the meeting and the proposing entity of the original motion must have a response at the scheduled Board meeting. The Board may accept motions submitted closer to or at the Board meeting with a 2/3-majority vote agreeing to do so. 14

15 SECTION 4: Notice of Meeting The calendar of regularly scheduled meetings of the Board will be posted on the CoC website. Special meetings may be called in situations when the Board must vote on decisions that need to be made off the regular meeting schedule. When such a meeting is called, the Board will post the meeting notice on the CoC website and send out meeting notice to the full CoC list at least ten (10) business days in advance. SECTION 5: Action without Meeting The Board of Directors may take an action without a meeting, provided: The action is within its authority At least three-business day notice is provided via CoC communication mechanisms outlined in this Charter It is approved via or conference call (or letter when is unavailable) It is approved by a 2/3 majority of all then-seated Board members who are entitled to vote on the matter and meet quorum requirements The Board gives an explanation of the urgency of acting without a meeting ARTICLE 7: Committees and Ad hoc Working Groups SECTION 1: Formation Standing committees are designated in this Charter. Ad hoc working groups may be formed and given specific responsibilities as needed by the Board. All Charter provisions governing the accountability, transparency, and general responsibilities of committees apply to ad hoc working groups. In the first year of this Charter, the Board will ask each Committee to propose a set of responsibilities and decisions that they envision making under the parameters noted in descriptions below. The Board will review these proposed scopes of work and note and facilitate resolution of any overlapping tasks. Once the Board votes on adopting (or amending) a Committee's scope of work, that list of responsibilities would be proposed as a Charter amendment at the next all-member meeting. 15

16 SECTION 2: Membership The Nominating Committee will develop a standard process for establishing slates and selecting committee members from the Board and wider CoC membership for each standing committee. Committee slates will include slots for all stakeholder groups represented on the Board, using the same ratio of representation as the Board Slate. To that end, all committee slates will include slots for persons with lived experience of homelessness. The Nominating Committee will solicit nominations of members from all constituencies, using broadly disseminated s. The Board will determine ad hoc committee or working group membership. All committees, standing and ad-hoc, will be comprised of a minimum of twelve (12) members. Committee membership will be evaluated by the Nominating Committee and issues identified will be addressed during the annual charter review process. SECTION 3: Committees of the Board The Chicago CoC Board of Directors has three (3) standing committees that conduct Board and CoC administrative business: Finance this committee is responsible for reviewing membership dues revenue, trends, concerns and the use of dues, in addition to completing required financial reporting forms in a timely fashion and making these forms available to the Board. Membership this committee will be responsible for developing an outreach plan to outreach to the full diversity of stakeholders, including persons/organizations that are not currently members and will establish and annually review a dues structure and membership process/application for the CoC in the first of year of this Charter. The Membership Committee will convene an ad-hoc Nominating Committee which will have overall responsibility for slating Board of Director and Committee nominations, while ensuring diversity, balanced stakeholder representation and institutional memory. In the first year of this Charter, the Nominating Committee will make recommendations to the Board for a slating process that will include the Nominating Committee s review of all CoC slates and management of all CoC slating processes except where otherwise specified in this Charter. Executive this committee will fulfill the responsibilities set forth in Article 4. 16

17 SECTION 4: Committees for the Board and CoC The Board has four (4) committees that serve as the implementation and planning bodies of the system. These committees are charged with establishing strategies, recommendations and work plans to achieve particular outcomes. These groups may also be directly responsible for specific strategies or exploring options to solve particular concerns. These committees include: Funders Collaborative Public and private funders responsible for establishing, aligning and coordinating funder priorities to support CoC and Plan 2.0 activities. System Performance and Evaluation- Responsible for several CoC Planning activities including: o o o o o Using Point-In-Time Count data to conduct an annual gap analysis that is presented to the Board. In coordination with the Collaborative Applicant and DFSS (ESG Recipient), establishing CoC system performance metrics and standards; evaluating CoC system performance; establishing metrics and standards for measuring the performance of ESG- and CoC-funded projects; and evaluating performance of those CoC and Emergency Solution Grantfunded projects. Convening an Evaluation Tool Subcommittee to develop a tool to evaluate performance of CoC-funded projects. Developing a CoC system performance dashboard that is presented to the Board and CoC stakeholders at a minimum annually. Convening a Point-in-Time Count subcommittee led by the Department of Family and Support Services with support from the Chicago Alliance to End Homelessness to plan and implement a Point-In-Time Count every other year at minimum in accordance with HUD requirements. HMIS Committee This committee provides recommendations to the HMIS Lead Agency on HMIS issues including project participation, policies and procedures for participant privacy, data security, data quality, and HMIS governance. This committee also hears grievances related to sanctions by the HMIS Lead agency as outlined in the Interim HMIS Governance Charter (Appendix A). Finally, this committee will lead the annual process of reviewing the performance of the HMIS Lead Agency and the every-three-year process of either re-appointing the HMIS Lead Agency or undertaking a competitive process. 17

18 Collaborative Applicant Committee This committee is responsible for annually reviewing the performance of the Collaborative Applicant, fact-finding and helping to resolve stakeholder challenges of decisions by the Collaborative Applicant, and leading the process of deciding whether to re-select the Collaborative Applicant or to undertake and facilitate a competitive process with the possible outcome of selecting a new Collaborative Applicant. SECTION 5: Plan 2.0 Implementation Committees As noted throughout the Charter, the CoC Board is responsible for oversight of Plan 2.0 implementation. The following Board committees directly correspond to system wide implementation of the seven strategic priorities of the Plan. Plan Advisory This committee makes recommendations to the Board on annual Plan 2.0 priorities and reports on the implementation of Plan 2.0 action items with a system wide project management tool that is updated quarterly (Appendix A). The Board will delegate the evaluation of the type of committees needed to implement Plan 2.0 to the Plan Advisory Committee in the first year of the charter. This structure may be modified to adapt to changes in annual priorities. Advocacy - Engage all of Chicago in a robust plan that creates a path to securing a home for everyone in our community. This committee will be responsible for coordinating, partnering and/or leading efforts to influence policy and resource allocation that affects the CoC. The committee will work in coordination with other political advocacy groups on shared policy agendas and may also lead policy initiatives that closely align with CoC goals. Chicago Task Force on Homeless Youth Create a comprehensive, developmentally appropriate menu of services for youth who experience homelessness in order to prevent homeless youth from becoming the next generation of homeless adults. Plan 2.0 Employment Task Force - Increase meaningful and sustainable employment opportunities for people experiencing or most at risk of homelessness. Coordinated Access Steering Committee This committee is responsible for developing, monitoring the progress and impact of, and periodically recommending any necessary revisions to an implementation plan for a coordinated access and assessment system for all homeless and prevention resources. This committee will also create 18

19 recommendations for written standards for eligibility, assessment, prioritization for all CoC and ESG program types that will be included in future Charter updates. SECTION 6: Committee Leadership Chairs and co-chairs will be elected by committee members to serve as leaders for the committee. Committee leadership will be responsible for establishing the work plan for the committee, ensuring adherence to committee governance and voting rules as well as committee responsibilities set forth in this charter. Chairs and co-chairs will also be responsible for ensuring meaningful participation of all stakeholder groups on the committee. This includes ensuring meetings are accessible and supporting persons with lived experience with meeting attendance, meeting preparation and opportunities to serve as chair/co-chair. Committee chairs are also responsible for ensuring that the Board has been duly apprised of an issue before a committee recommendation is presented to the Board for a vote. As such, committee chairs will give written updates to the Board at least seven (7) days before Board meetings on a schedule established with the Board calendar each year. The committee leadership will notify the Board Chair to place an issue on a Board meeting agenda when the committee has an update that requires Board feedback or consultation and when the committee has a recommendation or motion for a Board vote. SECTION 7: Committee Terms Committee members will serve staggered terms of three years so that approximately one-third of members will transition off the board or go through a nominating process each year to ensure continuity of membership. In the first year, newly confirmed committee members will draw lots to determine the length of their term one, two, or three years. SECTION 8: Quorum and Voting A number equal to a 2/3 majority of the committee will constitute a quorum for the transaction of voting decisions at any meeting. At all meetings, business items may be decided by arriving at a consensus. If a vote is necessary, all votes shall be by voice or ballot at the will of the majority of those in attendance at a 19

20 meeting with a quorum represented. Each representative seat will have one vote. No member will vote on any item that presents a real or perceived conflict of interest. If a committee member calls for Division of the House under Robert s Rules of Order Newly Revised, individual votes can be recorded in the meeting minutes and the Committee Chair will be responsible for ensuring accurate documentation of those votes. If a committee cannot vote or endorse a recommendation because a quorum cannot be achieved, the Committee chair will notify the Board chair and the Board Executive Committee will determine the course of action to complete the committee task, including referring the matter to the Board with a report from the Co-Chairs representing significant points of view on the Committee. SECTION 9: Meeting Frequency Committee leadership will determine the frequency of committee membership with the approval of committee members and will be responsible for communicating the schedule and location of meetings, including opportunities for telephone participation, when available. Such advance notice will include a proposed agenda, brief background information about the intended topics of discussion, including any proposed votes. Such information will be conveyed to the members of the Committee (and Alternates) and to the Board Secretary, who will be responsible for disseminating that information to the broader CoC membership. SECTION 10: Open Meeting Attendance at committee meetings of the Chicago CoC will be open to any interested person to observe. SECTION 11: Agendas and Motions The committee leadership will disseminate agendas and any motions proposed for a vote seven (7) days in advance of scheduled meetings. Motions will be considered without one-week advance notice through a 2/3-majority vote of the committee accepting such motions. SECTION 12: Notice of Meeting A calendar of regularly scheduled committee meetings will be posted on the CoC website. 20

21 SECTION 13: Action without a Meeting Committees may take an action without a meeting, provided: The action is within its authority At least three business day notice is provided It is approved via or conference call (or letter when is unavailable) It is approved by a 2/3 majority of all Committee then-seated members who are entitled to vote on the matter and meet quorum requirements The Committee gives an explanation of the urgency of acting without a meeting SECTION 14: Other Committee Roles & Responsibilities Each committee will be responsible for: Establishing policies and procedures governing the functioning of the Committee, and providing them to the Board Ensuring transparency of its process and meetings ARTICLE 8: Advisory Boards If necessary, due to longer-term, consistent oversight or other system implementation requirements, the Board of Directors may form one or more specific Advisory Boards. As Advisory Boards are established, they will be added to the Charter. Current Advisory Boards include: Central Referral System Managing Entity Advisory Board this advisory board is responsible for making policy decisions on CRS implementation policies and procedures, making recommendations to the Managing Entity on monitoring compliance of users, and making recommendations to the CoC Board of Directors on issues that impact prioritization of resources, other system components or action related to compliance findings for users. SECTION 1: Formation of Advisory Boards The Board of Directors will select members of Advisory Boards following committee formation guidelines set forth in Article 7, Section 1 and 2. 21

22 SECTION 2: Governance and Structure of Advisory Boards Advisory Boards will follow the same guidelines as committees set forth in Article 7, Sections ARTICLE 9: Commissions The Chicago CoC includes commissions that are comprised of like stakeholders organized around common goals of ending homelessness in Chicago. These commissions and their authorized constituency groups play a vital role in the work of the CoC, including the development of leaders for the Board and Committees and ensuring communication between stakeholders and other CoC structures. CoC members who represent commissions on the CoC Board or CoC Committees are responsible for sharing information from those bodies with the commissions. Through their representation on CoC Committees or the CoC Board, commissions may use those structures to advance issues and recommendations to the full CoC. Each commission noted in the charter has a charter or established policy and procedure documents that can be found on the CoC website. In the first year of this Charter, the Commissions will review and update charter and policy procedure documents. Constituency group listings may also be found on the CoC website. Current CoC commissions include: Lived Experience Commission this commission is a coalition of individuals who are receiving or have received services from Chicago s homeless system, people who were formerly homeless or people at risk of becoming homeless. This commission was formed to ensure an organized voice for those with lived experience of homelessness. Service Providers Commission this commission is a coalition of approximately 80 organizations providing homeless services and advocacy in Chicago. The Service Providers Commission was formed to ensure an organized voice for homeless service providers. ARTICLE 10: Selection and Review of the Collaborative Applicant and HMIS Lead Agency Except as otherwise specified in this section, the process for Collaborative Applicant and HMIS Lead Agency designation will be as follows: There will be a separate selection process for each appointed entity. The full CoC will formally select appointed entities based on Board recommendation every 3 years. 22

23 Specific performance expectations and reporting requirements for each designated agent will be outlined in a Memorandum of Understanding (MOU) between the selected agent and the Board. Through designated committees, the Board of Directors will review performance and renew designations and their MOUs each year with the endorsement of the full CoC membership. Designated agent relationships may be terminated upon mutual agreement or for cause with a 2/3 vote of the then-seated Board. Annually, the Board and Collaborative Applicant and HMIS Lead Agency will define priorities for committee staffing and deliverables based on CoC priorities. The Collaborative Applicant and HMIS Lead Agency will then determine staffing patterns needed to meet work expectations of the MOU or Governance Charter. The selected Collaborative Applicant and HMIS Lead Agency are responsible for raising additional funds to support work not paid for by membership fees, CoC Planning grant or CoC HMIS grants. A broad description of each appointment is provided in this section of the Charter. SECTION 1: Collaborative Applicant The Chicago Alliance to End Homelessness (CAEH) has been designated as the current Collaborative Applicant for the Chicago Continuum of Care and will serve in that role until the next annual review of performance and CoC confirmation, which will occur no later than 12/31/15. For the purposes of the annual HUD CoC application and the management of CoC Program planning grants, the Chicago CoC must designate a grant recipient to be the Collaborative Applicant. The Collaborative Applicant is the only entity that may: Submit the CoC Consolidated Application to HUD Apply for CoC Program grants from HUD on behalf of the Continuum Apply for and receive CoC Program planning funds on behalf of the Continuum The Collaborative Applicant will also assume responsibility for: Monitoring CoC programs in accordance with an approved quality assurance plan to ensure compliance for HUD requirements including: 23

24 o Compliance with CoC Program Rule, NOFA-specific terms and conditions and the Written Standards adopted by the CoC o CoC program progress reporting and compliance with HUD match requirements o Ensuring CoC Programs serving families establish policies and procedures to comply with the McKinney-Vento Homeless Assistance Act o Maintaining confidentiality of participant information and project location information in the case of family violence projects. o Involving persons experiencing homelessness in project construction/rehab/operation/services (as volunteers and employees) to the maximum extent possible. o Supporting the Lived Experience Commission directly or through a contracted entity selected by the Lived Experience Commission. Support includes but is not limited to leadership development, technical assistance, supporting people in CoC leadership positions and generally ensuring meaningful participation of people with lived experience of homelessness in the CoC. o Supporting the Service Provider Commission until such time that the Collaborative Applicant becomes the Unified Funding Agency. At such time, the Service Provider Commission and UFA will evaluate and mutually agree on the role of support to the Service Provider Commission. The duties, assignments and responsibilities of the Chicago CoC, the Board of Directors, Collaborative Applicant Committee, and Collaborative Applicant will be set forth in further detail in the Collaborative Applicant Memorandum of Understanding. Annually, the Collaborative Applicant Committee will review the Collaborative Applicant s performance on metrics agreed upon in the MOU. The Committee s recommendation will be reviewed by the Board of Directors annually and renewed by 2/3 votes of then-seated Board members. The renewal will be approved by the full CoC. Every three years, the Collaborative Applicant Committee will be charged by the Board to lead a process of recommending reselection of the Collaborative Applicant or initiating a competitive process to select a Collaborative Applicant. SECTION 2: APPLICATION FOR UNIFIED FUNDING AGENCY STATUS The Chicago Planning Council on Homeless selected the Chicago Alliance to End Homelessness as the CoC s planned applicant for Unified Funding Agency on May 4, With the approval of this Charter, the Chicago CoC endorses the Chicago Alliance to End Homelessness 24

25 application to HUD to become a Unified Fund Agency and to assume the regulatory duties of a unified funding agency as set forth in 24 CFR 578, or as otherwise articulated by HUD. Once approved by HUD, the UFA will establish a Memorandum of Understanding (MOU) with the CoC Board and the UFA will be evaluated by the Board three years from the execution date of the MOU, unless otherwise specified by HUD or an amendment to this Charter. SECTION 3: HMIS Lead Agency The Chicago Alliance to End Homelessness (CAEH) has been designated as the current Chicago CoC HMIS Lead Agency and will serve in that role until the next annual review of performance and CoC confirmation, which will occur no later than 12/31/15. The HMIS Lead Agency is responsible for ensuring that the Chicago HMIS is administered in accordance with the HEARTH Act, with regulations and notices promulgated pursuant to the HEARTH Act, and with other applicable federal, state and local laws and ordinances. SECTION 4: HMIS Software The Chicago CoC designates Bowman System s ServicePoint as the official Homeless Management Information System for the Chicago CoC. SECTION 5: HMIS Responsibilities The Chicago CoC has responsibility to ensure that the HMIS Lead executes written HMIS Participation Agreements with Contributing HMIS Organizations (CHOs), requiring compliance with its Standard Operating Procedures, and in turn, with the requirements laid out in various regulations, Notices, and guidance documents, as well as with applicable federal, state, and local laws. The respective responsibilities of the Chicago CoC, the Board of Directors, HMIS Lead, HMIS Committee and CHOs, including expectations to contribute to the cost of their HMIS Participation, are set forth in further detail in the draft version of the Standard Operating Procedures which will be approved by the Board this year and included in this Charter through the annual update process. Additional roles and responsibilities of the aforementioned entities are included in the Interim HMIS Governance Charter (Appendix B) which will be affirmed with this Charter. Annually, the HMIS Committee will review the HMIS Lead Agency s performance on tasks agreed upon in the Interim HMIS Governance Charter. The Committee s recommendation will 25

26 be reviewed by the Board of Directors annually and renewed by 2/3 votes of then-seated Board members. The renewal will be approved by the full CoC. Every three years, the HMIS Committee will be charged by the Board to lead a process of recommending reselection of the HMIS Lead Agency or initiating a competitive process to select a HMIS Lead. ARTICLE 11: Coordination of CoC and Emergency Solutions Grant Recipient As required by the Emergency Solutions Grant (ESG) and CoC Program Interim Rules, the CoC and ESG recipient will coordinate on system planning, funding allocation, development of the Consolidated Plan for Chicago, and project and system performance evaluation activities. This Article outlines coordination that has not already been specified in other sections of this Charter. SECTION 1: Chicago Department of Family and Support Services The Chicago Department of Family and Support Services (DFSS) is the Emergency Solutions Grant (ESG) recipient for Chicago. SECTION 2: City of Chicago Consolidated Plan and Annual Action Plan The City of Chicago will work with the Collaborative Applicant and HMIS Lead Agency to collect CoC information needed to inform the City of Chicago Consolidated Plan and Action Plans. To support connection between the CoC and these local planning processes, DFSS as the ESG recipient will have a seat on the Board. In addition, a designee from the Collaborative Applicant and a member of the Board will be invited to participate on the City s Consolidated Plan Committee. Section 3: ESG Funding Allocations DFSS will present its ESG funding allocation recommendations to the Board annually, for their consideration and comments. DFSS funding allocations are made in alignment with Plan 2.0 and CoC priorities and adhere to ESG Interim Rule allocation requirements. 26